Application Of Balanced Scorecard In Chinese Commercial Bank Performance Evaluation Management

End of2006, China implemented a comprehensive opening up banking, foreign banks have entered the Chinese market, set up branches in the country, foreign banks advanced management technology, strong financial strength and excellent human resources, so that domestic commercial banks are facing enormous competitive pressure. Coupled with the wave of the global financial crisis in2008, many foreign banks are at risk of failure, China’s commercial banks and international financial market, in response to financial risks, we must improve the competitiveness, we must change the strategic management objectives, and increase investment in human resources enhance the performance appraisal management, improve profit levels, in order to achieve healthy and sustainable development of the industry. In this environment of challenges and opportunities, China’s commercial banks to introduce advanced foreign management is one of the means necessary improvements.Balanced Scorecard strategic management system since the early1990s, the United States proposed by Kaplan and Norton, the development has already formed a relatively complete set of systems theory and application models. As an emerging strategic performance management tool, has been introduced into many industries including retail, manufacturing, services and so on. Foreign commercial banks have also used the balanced scorecard as a performance management tool case.China Industrial and Commercial Bank branch as a representative of S domestic commercial banks also face the challenge of reform and transformation of history, but the current performance appraisal system has many problems, can not meet the requirements of their business development. The author studied relevant literature, analyzing the successful implementation of the Balanced Scorecard case abroad, combined with the actual situation of China Industrial and Commercial Bank of China branch S to BSC-dimensional tool for the design of a practical strategy management system. Firstly, the performance of commercial banks, the basic model of the Balanced Scorecard and other related theories are described in detail, followed by detailed overview of ICBC branches S, organizational structure, the existing performance appraisal system and its problems, analyze the implementation of the S branch balance taking into account the feasibility of the card, Then hierarchical design of the Balanced Scorecard for the S branch performance appraisal system to determine the evaluation index weight and the weight of each level. Finally, points out the S branch of Industrial and Commercial Bank BSC implementation model particularity, as well as the implementation process a few problems that need attention. The end of the article is the future direction of the Balanced Scorecard prospects and identify shortcomings of this study.